Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 30184
Taking People, Process and Partnership on Board for Participatory Decision Making

Authors: B. Mikulskienė

Abstract:

Public administration institutions in cooperation with politicians are not the sole policy decision makers in full meaning any longer. Meanwhile, a special role, namely steering the decision making process, could be delegated to them. Despite the wide scientific discussion on different aspects what has direct impact on policy creation, there is a lack of holistic practical managerial advice, which could integrate infrastructure of policy decision making with intellectual capital and with interconnection of partnership. The proposed harmonized decision making model of process, people and partnership entitled by acronym HM-3P is analyzed as a framework for implementation of public administration steering role seeking the coherent social involvement in policy decision making.

Keywords: participatory decision making, partnership, stakeholders.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1058177

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1102

References:


[1] R. Sisodia, D. B. Wolfe and J. Sheth, "Firms of Endearment: How World-Class Companies Profit from Passion and Purpose". Wharton School Publishing: Upper Saddle River, NJ, 2007.
[2] R. E. Freeman, J. S. Harrison and A. C. Wicks, "Managing for Stakeholders: Survival, Reputation and Success", Yale University Press: New Haven, CT, 2007.
[3] R. Böttcher, "Global Network Management, ContextÔÇöDecision- MakingÔÇöCo-Ordination", Wiesbaden: Gabler. 1995.
[4] G. R. Teisman and E. H. Klijn, "Partnership Arrangements: Governmental Rhetoric or Governance Scheme?" Public Administration Review, Vol. 62, No. 2, pp. 197-205, 2002.
[5] A. M. Eikenberry, "The Present and (Normative) Future of Public Administration and Implications for ASPA". Public Administration Review, Vol. 69, No. 6, pp. 1037-1039, 2009.
[6] E. O. Eriksen and J. E. Fossum, "Europe in Search of Legitimacy: Strategies of Legitimation Assessed". International Political Science Review/ Revue internationale de science politique, Vol. 25, pp. 435 - 459, 2004.
[7] C. Tourmen, "Evaluators' Decision Making: The Relationship Between Theory, Practice, and Experience". American Journal of Evaluation, Vol. 30, pp. 7 - 30, 2009.
[8] S. Campbell, S. Benita, P. Davies and G. Penn, "Analysis for policy: evidence-based policy in practice", Government Social Research Unit, HM Treasury. HMT Publishing Unit, 2007.
[9] C. M. Scherpereel, "Decision-orders: a decision taxonomy", Management Decision, Vol. 44, No. 1, pp 123-136, 2006.
[10] J. F. Courtney, "Decision making and knowledge management in inquiring organizations: toward a new decision-making paradigm for DSS". Decision Support Systems, Vol. 31, pp. 17-38, 2001.
[11] I. Nonaka, "A dynamic theory of organizational knowledge creation", Organizational Science, Vol. 5, No. 1, pp. 14-37, 1994.
[12] K. Prager and U. J. Nagel, "Participatory decision making on agrienvironmental programmes: A case study from Sachsen-Anhalt (Germany)", Land Use Policy, Vol. 25, pp. 106-115, 2008.
[13] P. P. J. Driessen, P. Glasbergen and C. Verdaas, "Interactive policymaking a model of management for public works", European J. of Op. Res. Vol. 128, pp. 322-337, 2001.
[14] R. Plummer and J. FitzGibbon, "Some observations on the terminology in cooperative environmental management". J. of Env. Manag. Vol. 70, pp. 63-72, 2004.
[15] S. Benn, D. Dunphy and A. Martin, "Governance of environmental risk: New approaches to managing stakeholder involvement". J. of Env. Manag., Vol. 90, pp. 1567-1575, 2009.
[16] F. Berkes, "Evolution of co-management: Role of knowledge generation, bridging organizations and social learning", J. of Env. Manag. Vol. 90, pp. 1692-1702, 2009.
[17] B. Bozeman, S. K. Pandey, "Public management decision making: effects of decision content", Public administration review, Vol. 64, No.5, pp. 553-565, 2004.
[18] F. Fischer, "Reframing public policy: Discursive politics and deliberative practices". New York: Oxford University Press, 2003.
[19] G. R. Teisman, "Models for research into decision-making processes: on phase, streams and decision-making rounds". Public administration, Vol. 78, No. 4, pp. 937-956, 2000.
[20] A. DeGroff and M. Cargo, "Policy implementation: Implications for evaluation". In J. M. Ottoson and P. Hawe (Eds.), "Knowledge utilization, diffusion, implementation, transfer, and translation: Implications for evaluation. New Directions for Evaluation", 124, pp. 47-60, 2009.
[21] K. Prager and J. Freese, "Stakeholder involvement in agri-environmental policy making-Learning from a local- and a state-level approach in Germany". J. of Env. Manag., Vol. 90, pp. 1154-1167, 2009.
[22] S. M. Reed, A. Graves, N. Dandy, H. Posthumus, K. Hubacek, J. Morris, C. Prell, C. H. Quinn, L. C. Stringer, "Who-s in and why? A typology of stakeholder analysis methods for natural resource management", J. of Env. Manag., Vol. 90, pp. 1933-1949, 2009.
[23] S. P. Osborne, ed. Public-Private Partnerships; Theory and Practice in International Perspective. London: Routledge, 2000.
[24] L. Ellram, and T. Hendrick, "Partnering characteristics: A dyadic perspective". J. of Business Logistics, Vol. 16, No. 1, pp. 41−64, 1995.
[25] B. Mikulskien─ù, "R&D policy choice based on social multicriteria decision analysis". Knowledge-Based Technologies and OR Methodologies for Strategic Decisions of Sustainable development, Technika, Vilnius, p. 126-130, 2009.